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OTS > MOD 2 Exam > Flashcards

MOD 2 Exam Flashcards

1
Q

Honesty, Courage, Accountability, Humility

A

Integrity First

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2
Q

Duty, Loyalty, Respect

A

Service Before Self

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3
Q

Mission, Discipline, Teamwork

A

Excellence In All We Do

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4
Q

Act With Integrity, Be Accountable, Uphold

A

Character

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5
Q

Engage, Foster, Encourage, Give Help

A

Connection

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6
Q

Audacious Goals, Learn, Seek, Facilitate, Embrace, Work

A

Commitment

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7
Q

Be Steadfast, Innovate, Share Thoughts and Ideas, Risks

A

Courage

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8
Q

What is the importance of the USAF and USSF Core values?

A
  1. Bedrock of leadership in the Air and Space Forces
  2. Institutional values and principles of conduct
  3. Moral framework for military activities
  4. Fundamental and enduring
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9
Q

Purposeful act of observing a problem and then deciding to solve it, after considering solutions and deciding upon one.

A

Problem Solving

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10
Q

Describe when the PPSM is useful

A

The 8-step problem solving process is a practical problem solving method (PPSM) that is designed for long term problem solving and process improvement solutions. Designed to tackle issues that impede the organization’s mission, goals, or objectives.

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11
Q

Describe when the OODAloop is useful

A

The OODA loop model is most useful when quick action is needed by a single player with limited time for analysis, planning, and training.

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12
Q

PPSM vs. OODA Loop

Clarify the Problem
Break Down Problem & ID Performance Gaps

A

Observe

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13
Q

PPSM vs. OODA Loop

Set Improvement Targets
Determine Root Causes

A

Orient

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14
Q

PPSM vs. OODA Loop

Develop Countermeasures

A

Decide

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15
Q
A
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16
Q

PPSM vs. OODA Loop

See Countermeasures Through
Confirm Results and Process
Standardize Successful Processes

A

Act

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17
Q

What are the following?

Support, don’t undermine
Disagree privately
Display initiative
Accept responsibility
Tell the truth
Anticipate boss’s questions
Know their limitations and strengths
Keep boss informed
Selfless in service
Don’t forget their families

A

Characteristics of an effective follower

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18
Q

List some characteristics of an effective follower.

A

Support, don’t undermine
Disagree privately
Display initiative
Accept responsibility
Tell the truth
Anticipate boss’s questions
Know their limitations and strengths
Keep boss informed
Selfless in service
Don’t forget their families

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19
Q

Explain the correlation between followership and leadership

A

As the leader leads, the follower actively participates in task completion toward mission accomplishment; the leader-follower relationship produces the dynamics necessary for the team to accomplish the mission.

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20
Q

List and describe the Five Basic Followership Styles.

A

Alienated (passive / critical thinking / independent)

Effective (active / critical thinking / independent)

Sheep (passive / uncritical thinking / dependent)

Yes People (active / uncritical thinking / dependent)

Survivor (all of the above)

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21
Q

Primary function was to modify and consolidate the Army Articles of War, Articles for the Government of the Navy, and Disciplinary Laws of the Coast Guard.

A

UCMJ

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22
Q

Primary function is to address the field military justice as thoroughly as possible under the restrictions of a working manual.

A

MCM

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23
Q

Recognize the need for a military justice system

A
  1. Discipline
  2. Crimes Unique to the Military
  3. Worldwide Operations
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24
Q

List service members’ rights within the military justice system.

A
  1. Involuntary Self-Incrimination
  2. Right to Counsel
  3. Search & Seizure
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25
Q

Methods and associated tools within the UCMJ to maintain discipline.

A

Administrative Tools
Nonjudicial Punishment
Judicial Actions

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26
Q

Unfavorable Information Files / Control Rosters / Counseling / Admonitions / Reprimands

A

Administrative Tools

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27
Q

Court Martial

A

Judicial Actions

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28
Q

Article 15

A

Nonjudicial Punishment

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29
Q

Enlisted members accused of minor offenses

A

Summary Court Martial

30
Q

Intermediate Severity Offenses

A

Special Court Martial

31
Q

Most Serious Offenses

A

General Court Martial

32
Q

Commander’s legal staff who represents the Air Force and Space Force in all legal matters.

A

Staff Judge Advocate

33
Q

Represents Air and Space Force personnel accused of wrongdoing.

A

Area Defense Counsel

34
Q

Advises victims of alleged sexual assault on their rights and represents them in certain matters during courts-martial. Also assists victims with providing information to the court on sentencing in the event the accused is convicted.

A

Special Victims Counsel

35
Q

Those interpersonal relationships that reflect the standards of conduct expected of members in the military.

A

Professional Relationships

36
Q

Relationships that can be perceived as causing favoritism, compromise chain of command, exploitative or coercive, and creates an adverse impact on good order / ability to accomplish the mission.

A

Unprofessional Relationships

37
Q

Summarize the policy on professional and unprofessional relationships.

A

Members of different grades are expected to maintain a professional relationship governed by mutual respect, dignity, and military courtesy.

38
Q

Summarize the general and specific prohibitions relating to unprofessional relationships for officers.

A

Unprofessional relationships can compromise the standing of officers in the unit. Officers must not engage in any activity with an enlisted member which reasonably may prejudice good order and discipline, discredit the armed forces or compromise the officer’s standing.

39
Q

Summarize the effects of unprofessional relationships on unit cohesiveness

A

Undermine the mission and operational effectiveness of the Air and Space Force.

40
Q

Discuss methods for evaluating information.

A

Step 1: Evaluate if the information is a statement or an argument.
Step 2: Distinguish between fact based vs. opinion based claims and objective vs. subjective based claims.

41
Q

Clarity
Accuracy
Precision
Relevance
Depth
Breadth
Logic
Significance
Fairness

A

Nine intellectual standards used in assessing one’s thinking

42
Q

A gateway standard and relevant to all others.

A

Clarity

43
Q

Address the validity of the information at hand.

A

Accuracy

44
Q

Helps refine information.

A

Precision

45
Q

Evaluates which parts of a claim, scenario, or problem are most related to the issue at hand.

A

Relevance

46
Q

Address the complexities of an issue.

A

Depth

47
Q

Addresses various interpretations of an issue.

A

Breadth

48
Q

When the combination of thoughts is mutually supporting and makes sense in combination.

A

Logic

49
Q

Which information is more important?

A

Significance

50
Q

A “gut check.”

A

Fairness

51
Q

Describe the importance of establishing expectations.

A

To identify objectives/goals
To provide a road map for achieving objectives/goals
To provide the linkage to standards and unit mission

52
Q

Summarize the steps for establishing expectations.

A

Step 1: Establish Expectations
Step 2: Observe & Identify Performance Gaps
Step 3: Recalibrate/Adjust & Set New Expectations
Step 4: Let subordinates get back to work, step back and observe

53
Q

Summarize the guidelines for establishing expectations.

A
  • Expectations must be clearly communicated and understood
  • Help your subordinates make the connection
  • Seek buy-in
  • Encourage buy-in
  • Plan to track activities within each task
54
Q

Purpose
Question at Issue
Points of View
Information, Data, and Evidence
Concepts and Ideas
Assumptions
Implications and Consequences
Inferences

A

Elements of reasoning used in the critical thinking process.

55
Q

What is the objective of my thinking?

A

Purpose

56
Q

Is this the right question?

A

Question at Issue

57
Q

What’s my viewpoint? Would it look differently from another perspective?

A

Points of View

58
Q

Is it accurate, fair, clear? Are there alternate sources? Do we need more?

A

Information, Data, and Evidence

59
Q

What concepts (theories, axioms, principles) am I relying on? Do others accept them as well?

A

Concepts and Ideas

60
Q

What beliefs and values influence my thinking? Are they balanced and fair?

A

Assumptions

61
Q

What might the outcome be? On what? For whom?

A

Implications and Consequences

62
Q

What am I inferring here that is unstates? Is it valid?

A

Inferences

63
Q

Discuss the 2 common thinking error systems that can lead to faulty thinking.

A

System 1: Fast, instinctive, emotional, subconscious; utilizes pattern recognition.

System 2: Slow, deliberate, logical, conscious; discerns new patterns.

64
Q

Discuss common thinking errors that can lead to faulty thinking.

A

Asking the wrong questions or not asking the right questions

Thinking too quickly

Stereotypes

Cognitive bias

Answering the wrong question - deflection

65
Q

Describe sources of conflict (factors)

A

Organizational Sources of Conflict

Personal Behavior Factors

66
Q

Organizational Sources of Conflict

A

Communication Factors
Structural Factors (rewards / resource interdependence)

67
Q

Personal Behavior Factors

A

Values
Perception
Personality

68
Q

Additional Factors Sources of Conflict

A

Who am I dealign with?
What are the stakes?
What is the situation?

69
Q

Killmons 5 conflict management styles.

A

Competing (top right)
Collaborating (top left)
Compromising (middle)
Avoiding (bottom left)
Accommodating (bottom right)

70
Q

Air Force 5 conflicts management styles.

A

Insist (top right)
Cooperate (top left)
Settle (middle)
Evade (bottom left)
Comply (bottom right)

71
Q
A

OTS (5 decks)

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